Leading an Organization: Putting People First

 

Successful business leaders understand the power of human resources, in turn, indirectly promulgating the importance of their employees, their organizational culture, and their business community. Organizational culture is the ethereal factor driving employees to work for the company or to seek exit from payroll. Understanding the pivotal components to leadership, Human Resources Professionals (HRP) have the power to genuinely build an organizational culture of trust thereby elevating the motivation and engagement of employees.

With the many different styles of leadership, the business workplace needs authentic leadership now more than ever. Knowing who they are and what they represent, authentic leaders establish long-term meaningful relationships with others (George et al., 2007) as they lead with a combination of their heart and head (Hsieh & Wang, 2015) wanting their followers to make a difference (Avolio, Gardner, Walumbwa, Luthans, & May, 2004; Gardner, Avolio, Luthans, et al., 2005; George et al., 2007; Luthans & Avolio, 2003). When directing a department, the HRP can learn to authentically lead the company by mastering three areas which include competence, compassion, and character. This article will define each area and provide recommendations for the HRP who independently leads from the human resources department.

Why Authentic Leadership?

The livelihood of business is directly impacted by its leadership. There are numerous styles of leadership that can positively or negatively affect the fiscal bottom line as well as the human capital bottom line. Promulgating policy will cross the procedural and proverbial T’s; however, it takes genuine human connection to motivate, engage, and cultivate human capital.

Authentic leadership has become increasingly prevalent in varying industries and domains (Avolio et al., 2004; Walumbwa, Avolio, Gardner, Wernsing, & Person, 2008; Walumbwa, Wang, Wang, Schaubroeck, & Avolio, 2010). Due to recent high-profile, workplace scandals, “authentic leadership has emerged as an important and popular construct” (Gill & Caza, 2018). Walumbwa et al. (2008) define authentic leadership “as a pattern of leader behavior that draws upon and promotes both positive psychological capacities and a positive ethical climate, to foster greater self-awareness, an internalized moral perspective, balanced processing of information, and relational transparency on the part of leaders working with followers, fostering positive self-development.”

To encourage authenticity in the workplace may seem like an oxymoron; however, today’s workforce is hungry for authentic leadership. More evident now than ever, business leaders must subscribe to a new type of leadership (George et al., 2007). Effective leadership is noted when leaders authentically interact and correspond with their followers (Kouzes & Posner, 2007). Connected to positive outcomes in the workplace, the literature proves authentic leadership heightened performance, work engagement, creativity, and job satisfaction (Giallonardo et al. 2010; Grandey et al. 2005). Mirroring their leader’s behavior, the literature shows followers will emulate the authenticity of their leader (Lyubovnikova, Legood, Turner, & Mamakouka, 2017).

Competence

To be a leader, one must be competent. While competence by itself does not create a leader, a leader cannot effectively lead without competence (Brown & Trevino, 2006). To be competent, the HRP must become versed in technical, operational, and political knowledge (SHRM, 2018). Technical competence comes when one understands the nature of the business enough to make intelligent decisions, set realistic priorities, and relay valuable guidance to the employees. Technical human resources competence is groomed once the foundation is solidified with knowledge of Federal, state, and local employment and labor legislation. The HRP must become fluent in the following employment laws: Davis-Bacon Act, Social Security Act, Civil Rights Act, Walsh-Healy Public Contracts Act, Fair Labor Standards Act, Equal Pay Act, Age Discrimination Act, Occupational Safety and Health Act, Retirement Income Security Act, Pregnancy Discrimination Act, Americans with Disabilities Act, Immigration Reform and Control Act, Family Medical Leave Act, and Uniformed Services Employment and Reemployment Act. Additionally, the HRP must become familiar with the following labor laws: Norris-LaGuardia Act, Wagner Act, Taft-Harley Act, and Landrum Griffin Act. Once the legal foundation is solid, the technical competence is cultivated with experience in the human resources disciplines of people knowledge, organization knowledge, and workplace knowledge (SHRM, 2018). Operational competence is mastered when the HRP understands how the organization does what it does. This competence is evident when the HRP successfully applies what was learned in the textbook to the real-world environment. Political competence comes when the HRP successfully navigates the organization’s approval structure to secure what is needed for the company’s human capital to run smoothly. With an understanding of technical, operational, and political knowledge, the HRP will cultivate the competence necessary to authentically lead the employees and the organization.

Compassion

The second area of leadership is compassion. The literature suggests a synergetic relationship between compassion and justice as well as emotions and reason (Rynes, Bartunek, Dutton, & Margolis, 2012). Rynes et al. (2012) report reason and emotions are not separate entities and the literature confirms that reasoning abilities are enhanced by emotions (Damasio, 1994; Frank, 1998; Rynes et al., 2012). According to Frost et al. (2000), “compassion and care are not separate from ‘being a professional’ or ‘doing the work of the organization.’ They are a natural and living representation of people’s humanity in the workplace”. HRPs must go beyond payroll and get to know the employees working for the organization. When the HRP truly knows her people, she can lead them. Knowing and understanding what motivates an individual is a critical piece of the leadership puzzle. Employees are motivated by different extrinsic and intrinsic factors. When the HRP is aware of the thoughts and feelings of the employees, she is acting with empathy. By doing so, the HRP is fully present and hearing the heartbeat of employee morale. Active and effective listening assist the HRP in doing so (Holt, Marques, Hu, & Wood, 2017). Resonating with compassion, understanding, and empathy, the HRP can create a sense of trust, belongingness, and emotional safety with employees thereby leading them and the organization.

Character

The construct of character is a critical element to leadership and one that HRPs must exemplify since confidentiality is paramount to organizational success. There are three main factors comprising character which are: Personal Integrity and Ethics; Organizational Integrity and Courage; and Humility, Gratitude, and Forgiveness (Grahek, Thompson, & Toliver, 2010). When one adheres to ethical principles and is committed to honesty, she has integrity. She is considered trustworthy when she takes ownership of and responsibility for her conduct and professional obligations (Grahek et al., 2010). HRPs with character maintain consistency in behavior and word choice regardless of the situation or parties involved. Holding themselves and those around them to a high standard of ethics, HRPs demonstrating character are transparent and candid when sharing information with the organization and its employees (Brown & Trevino, 2006). Organizational integrity and courage is the second factor because true leaders must take accountability for their individual and personal behavior but also for the organization’s behavior. The promises made by the organization must be kept, organizational power must not be misused or abused, and difficult issues must be confronted by true leaders (Wood & Vilkinas, 2007). The final factor is humility, gratitude, and forgiveness. In expressing these, leaders “represent their contributions accurately, accept praise graciously, show sincere appreciation to others, resist taking personal offense, and help others grow through failures without resentment or retribution” (Grahek et al., 2010).

Recommendations

I have collected recommendations over the years from leading an organization from the human resources department. Competence, compassion, and character are not traits one can learn from on online course, a textbook, or podcast. It takes the human experience and an upfront interaction with jubilation and conflict in the workplace to cultivate these traits. Competence is having the ability to get the job done well. It is exceeding the standards for the organization and the embodiment of leadership by example. HRPs must ensure all legislation is followed and the organization’s standard operating procedures are established. The HRP can competently run her ship when the pillars of fundamental human resources are grounded. Using legislation as the guide, checklists and calendar reminders assist in organizing the disciplines. Compassion is genuinely caring about the people for whom one is responsible. Use the calendar to compile the special days for employees including birthdays, service anniversaries, and specific days they disclose. Remember the employees on these special days. Always speak to employees when you see them, always offer assistance, always confirm receipt of correspondence, and always provide an open door. When you are wrong, say you are wrong and genuinely apologize. It is never too late to do the right thing. Always apologize and be gracious for forgiveness. Character is the ability to do what is right in any given situation. Regardless of personal cost or even potential cost to the organization, HRPs must prove character in difficult circumstances even if it means paying a price but in the long term it perpetuates a solid foundation of human resources to the leadership and organization. Be transparent with employees, do what is right even when no one is looking, always show up, always do what you say you are going to do, and be available for the employees. These recommendations have been beneficial for me over the years when leading an organization from the human resources department.

Conclusion

There are many principles of leadership; however, the three discussed in this article embody the most valuable attributes of effective leadership from the human resources department. Competence, compassion, and character are proven to be timeless and validate true leadership which have helped to perpetuate the positive human experience for centuries. HRPs make a difference in the lives of their employees and lead successful organizations from the human resources department.

References

Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking
the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. Leadership Quarterly, 15, p. 801-823.

Brown, M. E., & Trevino, L. K. (2006). Ethical leadership: A review and future directions. The
Leadership Quarterly, 17, 595–616. Retrieved from https://www-sciencedirect-com.proxy1.ncu.edu/science/article/pii/S104898430600110X?

Damasio, A. R. (1994). Descartes’ error: Emotion, reason, and the human brain. New York:
Putnam.

Frank, R. H. (1988). Passions within reason: The strategic role of the emotions. New York:
Norton.

Frost, P., Dutton, J., Worline M., & Wilson, A. (2000). Narratives of compassion in
organizations. In S. Fineman (Ed.), Emotions in organizations: 25-45. London: Sage.

Gardner, W., Cogliser, C., Davis, K., and Dickens, M. (2011). Authentic Leadership: A review
of the literature and research agenda. The Leadership Quarterly, 22. Retrieved from http://ac.els-cdn.com.proxy1.ncu.edu/S1048984311001548/1-s2.0-S1048984311001548-main.pdf?_tid=86e7b5d8-6c64-11e5-9684-00000aacb362&acdnat=1444161652_c083d930e6ef62667215ca8fab265352

George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering your authentic
leadership. Harvard Business Review, 85, 129–138.

Giallonardo, L. M., Wong, C. A., & Iwasiw, C. L. (2010). Authentic leadership of preceptors:
predictor of new graduate nurses’ work engagement and job satisfaction. Journal of Nursing Management, 18(8), 993–1003. Doi: 10.1111/j.1365-2834.2010.01126.x

Gill, C. & Caza, A. (2018). An investigation of authentic leadership’s individual and group
influences on follower responses. Journal of Management, 44(2). Doi:10.1177/0149206314566461

Grandey, A. A., Fisk, G. M., Mattila, A. S., Jansen, K. J., & Sideman, L. A. (2005). Is ‘‘service
with a smile’’ enough? Authenticity of positive displays during service encounters. Organizational Behavior and Human Decision Processes, 96(1), 38–55. Retrieved from https://www-sciencedirect-com.proxy1.ncu.edu/science/article/pii/S0749597804000743?

Grahek, M., Thompson, D., & Toliver, A. (2010). The character to lead: A closer look at
character in leadership. Consulting Psychology Journal: Practice and Research. 62(4), p. 270-290. Retrieved from http://eds.b.ebscohost.com.proxy1.ncu.edu/eds/pdfviewer/pdfviewer?vid=10&sid=e5b1c815-ddd9-4a3a-b7bb-8617b4250644%40sessionmgr120

Holt, S., Marques, J., Hu, J., & Wood, A. (2017). Cultivating empathy: New perspectives on
educating business leaders. Journal of Values-Based Leadership, 10(1). Retrieved from http://go.galegroup.com.proxy1.ncu.edu/ps/i.do?ty=as&v=2.1&u=pres1571&it=DIourl&s=RELEVANCE&p=AONE&qt=SN~2153-019X~~TI~%22Cultivating%20Empathy%3A%20New%20Perspectives%20on%20Educating%20Business%20Leaders%22~~VO~10~~SP~1~~IU~1&lm=&sw=w&authCount=1

Hsieh, C. & Wang, D. (2015). Does supervisor-perceived authentic leadership influence
employee work engagement through employee-perceived authentic leadership and employee trust? The International Journal of Human Resource Management, 26(18). Retrieved from http://www.tandfonline.com.proxy1.ncu.edu/doi/pdf/10.1080/09585192.2015.1025234

Luthans, F., & Avolio, B. J. (2003). Authentic leadership development. In K. S. Cameron, J. E.
Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship.

Lyubovnikova, J., Legood, A., Turner, N., & Mamakouka, A. (2017). How authentic leadership
influences team performance: The mediating role of team reflexivity. Journal of Business Ethics, 141(1), p. 59-70. Retrieved from http://eds.a.ebscohost.com.proxy1.ncu.edu/eds/pdfviewer/pdfviewer?vid=10&sid=6235447f-8315-4a33-8149-ef86c6c3e720%40sessionmgr4006

Rynes, S., Bartunek, J., Dutton, J., & Margolis, J. (2012). Care and compassion through an
organizational lens: Opening up new possibilities. Academy of Management Review, 37(4), p. 503-523. Retrieved from http://eds.b.ebscohost.com.proxy1.ncu.edu/eds/pdfviewer/pdfviewer?vid=19&sid=bd180353-7744-4714-8e9e-3a3eefb774b8%40sessionmgr102

SHRM Body of Competency and Knowledge. (18 February 2018). Retrieved from
https://www.shrm.org/certification/Documents/SHRM-BoCK-FINAL.pdf

Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008).
Authentic Leadership: Development and Validation of a Theory-Based Measure. Journal of Management, 34. Retrieved from http://jom.sagepub.com.proxy1.ncu.edu/content/34/1/89.full.pdf+html

Walumbwa, F. O., Wang, P., Wang, H., Schaubroeck, J., & Avolio, B. J. (2010). Psychological
Process Linking Authentic Leadership to Follower Behaviors. The Leadership Quarterly,
21. Retrieved from http://ac.els-cdn.com.proxy1.ncu.edu/S1048984314000745/1-s2.0-S1048984314000745-main.pdf?_tid=563fe306-80fa-11e5-a377-00000aab0f02&acdnat=1446425018_ac54be2e1dcf34b70fc632e6dd0bf5dd

Wood, J., & Vilkinas, T. (2007). Characteristics associated with CEO success: Perceptions of
CEOs and their staff. Journal of Management Development, 26, 213–227. Retrieved from https://search-proquest-com.proxy1.ncu.edu/docview/216354127?pq-origsite=360link

 

About the Author